1,721,069 research outputs found
Managing change, or changing managers? Challenging the role of line management in UK public services
No full textUnder successive regimes since the early 1980s, UK governments have called upon line managers to play a pivotal role in the development and enactment of public service reform. However, there is little empirical evidence from line managers themselves showing how the tensions and complexities inherent within modern public service reform agendas are experienced in practice. Drawing upon qualitative research involving line managers in three case study organizations, we suggest that rather than a wholesale shift towards an undifferentiated change agent role, line managers are in practice balancing three predominant, and often conflicting, roles as ‘entrepreneurial leader’, ‘government agent’ and ‘diplomat administrator’. Isomorphic pressures and persistent bureaucratic forms serve to limit the scope for line managers to contribute to service reform at much more than an operational level
Managing a positive working environment: engagement, wellbeing, performance and the role of meaningfulness
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The relationship between line manager behavior, perceived HRM practices and individual performance: examining the mediating role of engagement
No full textThis article examines the role played by line managers in the link between HRM practices and individual performance outcomes. Drawing on social exchange theory, the authors test a mediated model linking perceived line manager behavior and perceived human resource management practices with employee engagement and individual performance. The study focuses on two self-report measures of individual performance; task performance and innovative work behavior. Two studies with a total of 1,796 participants were conducted in service-sector organizations in the United Kingdom and analyzed using structural equation modeling. The data reveal that perceived line manager behavior and perceived HRM practices are linked with employee engagement. In turn, employee engagement is strongly linked to individual performance and fully mediates the link between both perceived HRM practices and perceived line manager behavior and self-report task performance (study 1), as well as self-report innovative work behavior (study 2). The findings show the significance of the line manager in the HRM-performance link, and the mediating role played by employee engagement
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